• Oli Shawyer

Getting to market

Following the unpacking of our research (Phase 1) and the prioritisation of our objectives (Phase 2) through a series of strategic workshops and documentations, we’re now mostly equipped to answer two of the following three key questions for our marketing pursuits, specifically across membership, attendance and fan / supporter growth:

  • Who is our target audience/s?

  • What are we trying to achieve with this target audience/s?

  • How we will get this target audience/s to do what we need them to do?

Over the course of the coming weeks / months, we will work to answer the question of how we’re going to get our audiences to do what we need them to do via our respective marketing and communication plans that will further dictate how we propose to go to market and what we'll take to market to ultimately deliver on our identified objectives.

Product Mix.

Working across the fan development spectrum, we've also since identified the opportunity to introduce two new products to fit a number of key audience segments specifically, including a 2-game supporter pack and a 6-game membership (half season).

The specific introduction of the 2-game supporter pack will allow us to build direct connections with casual ticket purchasers. The progression along fandom, notably as we work to push supporters right along the spectrum where appropriate, will be accompanied by a suite of progressive products. Rather than jumping from casual ticket sale to 3-game, or 11-game membership, supporters can now make the progressive move from 2-game to 3-game, from 3-game to 6-game, from 6-game to 11-game, as they become more deeply engaged and identify with the Port Adelaide.

Whilst not everyone will make that full journey, we now have a more strategic mix of products that will help address many of the mental barriers that may currently exist with the uptake of the more engaged products. At the same time, the introduction of new products, notably the 6-game, will also help those fans that have previously bought a season membership, but decrease their year on year use of the product (because of many reasons such as life just getting in the way), somewhat mitigate churn. We’d much rather our members downgrading a product than dropping out altogether.

Going to market.

With limited resources, majority of the marketing spend will be put towards our core growth focus for 2019 via membership acquisition, ticket sales and fan development.

To manage the limited resource as efficiently as possible, we’re going to approach the execution of our plans via as much of a ‘test and learn’ approach as possible.


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